an academic perspective on reputation…, by yuri mishina, assistant professor of organisational...
TRANSCRIPT
![Page 1: An Academic Perspective on Reputation…, by Yuri Mishina, Assistant Professor of Organisational Behaviour/Strategy, Imperial College London](https://reader038.vdocuments.net/reader038/viewer/2022110118/554c45ecb4c90570648b5203/html5/thumbnails/1.jpg)
![Page 2: An Academic Perspective on Reputation…, by Yuri Mishina, Assistant Professor of Organisational Behaviour/Strategy, Imperial College London](https://reader038.vdocuments.net/reader038/viewer/2022110118/554c45ecb4c90570648b5203/html5/thumbnails/2.jpg)
What is it?
Some caveats
What we know
What we think
What we don’t know
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• Studied by lot of different disciplines
• Used to mean different things
• A lot of different and related literatures
...so what is reputation?
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• Audience-specific
• Multidimensional
– Being known
– Being known for something
– Generalized favourability
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• Benefit of the doubt/credibility
• More attractive for joint ventures
• Perceived as a less risky investment
• Greater market dominance
• Higher accounting performance
• Can protect you when bad things happen
A good reputation can be useful...
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• Good reputations can also hurt:
– Targeting by activists
– Higher expectations
• Downsizing hurts reputation, even when analysts suggest it
• People see and focus on different things
• Rankings recreate rankings
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• Most work has been on “good” reputations
• Most work on Fortune’s Most Admired Companies list
• A lot of work is theoretical
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• Anticipatory impression management can help
• Two different types of reputations...
– Reputations may grow and decline in different ways
– Different tactics might help for different types of reputations
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• Cross-level effects
• Bad reputations
• Unintended consequences
• Audience effects
• Cognitive and psychological effects
• Reputation versus reality
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• Industry, firm, executives
• Coherence across levels
Executives
Firm
Industry
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• Lasting effects?
• Building versus repairing?
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• Damaging or constraining nature of good
• Beneficial or enabling nature of bad
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• Coherence vs. disagreement within and across audiences
• Clusters?
• Power and politics
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• Associations between cues and evaluations
• Cognitive evaluations vs. emotional reactions?
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• When are reputations tightly coupled with reality?
• When are reputations very different from reality?
• What can be done to decrease or increase this gap?
• Does reputation matter in all situations?
• How much do reputations matter?
• How much should you spend to improve a reputation?
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